Cambridge, MA Director, Growth Strategy and Operations

Director, Growth Strategy and Operations

Cambridge, MA USA

Job Specification:
Crew Leader

Growth Team
· Flagship Pioneering

The Opportunity

The Director, Growth works alongside an assigned Team Principal/Growth Partner. This is an opportunity to partner directly with senior Flagship leadership, across Flagship functions, and Growth Co teams to drive strategic and financial value creation across a portfolio of Growth Co companies. This role is the central node for drawing on Flagship capabilities and serves as the primary coordinator among Flagship resources.

You will serve as the primary analytical, operational, and strategic business partner to their assigned Team Principal/Growth Partner(s) and will be a trusted number two in a fast-paced, analytic, execution-focused environment who helps extend the Principal's reach across multiple assigned Growth Cos. You will work with the Team Principal to ensure execution of each company’s Value Maximization Strategy, follow Flagship governance, and ensure collaboration across and among the appropriate Flagship teams.

This role offers rare, full-spectrum exposure across the strategic, operational, scientific, financial, and commercial imperatives that define company-building in life sciences; making it an exceptional opportunity for an emerging executive who wants to see and shape what it takes to build breakthrough companies from the inside.

Key Responsibilities

Operational Management and Governance Alignment

• Serve as the Team Principal's right hand on day-to-day execution by keeping work streams on track, flagging risks and issues early, anticipating what's next, and driving items to closure.
• Support the Team Principal in ensuring alignment and coordination with Flagship governance processes, including elevating decision points in a timely manner, preparing high-quality materials and ensuring proper follow up at key decision-making forums.
• Attend key meetings such as Growth Executive Sessions, Portfolio Decision Forums, Strategy Sessions, and Board Meetings to track and help advance key deliverables and ensure proper follow-up.
• Maintain a clear, current view of each Growth Co's priorities and open items so the Team Principal is never caught flat-footed; serving as the connective tissue between Flagship and company teams between formal touchpoints.
• Own the meeting-to-action loop: ensure that decisions made in governance forums translate into concrete next steps with clear owners and timelines, and that nothing falls through the cracks across a complex portfolio.

Growth Co Partnership and Strategic Leadership

• Ensure that Growth Cos are working in alignment with their Value Maximization Plans, encompassing platform strategy, pipeline prioritization, partnership opportunities, financing strategy, and organizational development.
• Embed within Growth Co leadership teams to build trusted relationships, understand evolving needs, and translate high-level strategies into concrete execution plans.
• Alongside the Team Principal, and relevant senior FSP/portfolio company executives, to co-lead analyses that inform critical strategic recommendations, including (in concert with relevant FSP functional team):
• Scientific development strategy and indication selection
• Competitive intelligence and market opportunity assessment
• Product development and pipeline strategy
• Financial modeling, valuation, and capital allocation analysis
• Partnership and business development strategy
• Serve as an early warning system for the Team Principal; identifying when a Growth Co is drifting from its Value Maximization Strategy absorbing early signals from company teams before they become escalation-worthy issues.
• Help Growth Co leadership teams think through the "Flagship angle" on key decisions (i.e. where sister company capabilities, portfolio relationships, or FSP resources could accelerate execution in ways the company might not see on its own).

Cross-Functional Coordination and Stakeholder Management

• Lead coordination across Flagship internal functions including Capital Solutions, Strategic Business Operations, Business Development, Finance, HR, Legal/IP, Real Estate, Communications, Digital, Pioneering Medicines, and the Office of the CEO.
• Know when to convene versus when to inform. Develop sharp instincts for which cross-functional situations require active orchestration, and which just need a well-timed heads up, so the right people are engaged without creating unnecessary overhead.
• Build and maintain strong working relationships…